Today i introduce our management team to HACCP,, IFS PACsecure and GMP's. I have had quite a bit of push back from management because it is change... Any advice on how to get them fired up and on board? I have the costing under control. So that's not an issue anymore. It's more of a change than what they are use to. Not gradual at all, pretty much in your face here is what we need to do.

You had posted along this vein before and many people suggested letting yourself get "dinged" on an audit in order to prove the point.

As for this specific post, I'm certain others will have much better wisdom than I but here are a few ideas - maybe you can piggy back off of something.

There is the case that you can make, however, that these are required by federal law (especially if you're in the meat, juice, etc. industries) and so there are no choices where these changes are concerned. Also, they hired you and your knowledge and experience specifically for this...right? You may want to diplomatically remind them of that fact. They hired you to get the food safety program in place and these are the results of your hard work.

Another tactic I've used (with mixed results, to be honest - some management is willing to take the risk than put the money out there but you said cost containment is taken care of) is framing it as it's better to be proactive than reactive. Help them understand that it's better and easier to make these changes now, when nothing is technically going "wrong" rather than be forced to make a bunch of changes because your product has been contaminated. Wouldn't they rather be in the news giving a small press release about the amazing new Food Safety Manager, Brian Weber, they've hired than be in the news because of adulterated product that's gotten into the food supply? Scare tactics aren't always the best way but if you keep it in the vein of proactive vs. reactive, it may work.

Good luck!

~Emily~

0

Once in a while you get shown the light, in the darkest of places if you look at it right. -Grateful Dead

One other way would be to entice them with new customers they could get once they have active HACCP/CCPs. We have a HACCP plan but only have CCP on 2 of 3 lines, mgmt did not want to add it to the third line till our customer said 'we will leave if you dont" pretty good motivations.

Otherwise I'm with Emily, if we do not put in this "CCP" (metal detetector, sieve, magent, dohicky) will you guys be comfortable telling your customer, recalling product, telling media, and so forth? Also this CCP cost $150K to install what would all the previous cost?

I too am in a plant as the 1st person they have hired from the outside into management in 40 years and they've always done it that ways so why would we change. Well becasue USDA, FDA, OSHA, our customer, and public want/need us too.

One more note, Brian, to add to what G said in his last paragraph above: The use of HACCP is becoming mandatory under the Food Safety Modernization Act (FSMA) for other food industries. So even if you're not in meat/poultry or seafood/juice, the legal requirements for food safety systems are becoming more strict and your company is quickly drawing near a time when they won't have a choice. Which circles you back around to proactive rather than reactive. Why not put it in place while you have the freedom to set it up truly the way you want rather than quickly cob-job something together at the last second to be compliant when the law takes effect?

0

Once in a while you get shown the light, in the darkest of places if you look at it right. -Grateful Dead

This can be so difficult and tough for management to swallow! As mentioned in a previous post, my company is in much of a similar situation.

Something I like to ask management is "Who are we not reaching/serving, and why?" as well as "Who have we lost [clients] and why?" ... there are many times the main aspect to the answers of these questions is the Quality system (or lack thereof). Management often speaks in numbers/money - show them how many additional doors will open by implementing this system. Higher profits in the long run can mean better returns, salaries, benefits, etc. for all involved.

If management committed to getting IFS PacSecure certification, then they need to understand all that is involved in getting and maintaining adequate compliance to the requirements. Use examples such as putting in a new machine: pollution, employee safety, etc. programs need to be in place to use the new machine. It is not just a matter of writing a check and installing the new machine.

At my company, I experienced the same thing. Upper management was all excited about getting food safety certification but then ignored, argued against, re-interpreted standards, etc. because they didn't understand and thus didn't want to support all that was required. You can't build a bridge that doesn't work the first time and then fix it later. You have to adequately support the bridge. You have to adequately support your food safety program. No one becomes a corporate hero by cutting out things and then having it fail.